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IATA Board of Governors Director Generals Message State of the Industry Safety Security and Facilitation Regulatory and Public Policy Environment
06 08 10 16 20 24 26
Simplifying the Business Cost Efficiency Industry and Financial Services Aviation Solutions IATA Membership IATA Offices
30 36 40 46 50 52
Note: Unless specified otherwise, all dollar ($) figures in this annual report refer to US dollars (US$).
Cautious optimism is returning. But challenges continue. We must rebuild the industry on a new and more resilient foundation. Safety, security, and environmental responsibility are the pillars of our industry, which we must constantly strengthen.
Shocks and crises have exposed the weakness of the industry structure. The nearly $50 billion loss over the last decade is a blunt case for big change.
Giovanni Bisignani
Hussein Massoud EGYPTAIR Wolfgang Mayrhuber LUFTHANSA Titus Naikuni KENYA AIRWAYS Fernando Pinto TAP PORTUGAL Calin Rovinescu AIR CANADA Vitaly Saveliev AEROFLOT
Jean-Cyril Spinetta AIR FRANCE Glenn Tilton UNITED AIRLINES Tony Tyler CATHAY PACIFIC AIRWAYS Jos Viegas LAM-MOZAMBIQUE AIRLINES Willie Walsh BRITISH AIRWAYS
IATA continues to deliver cost savings and improve processes. The Simplifying the Business (StB) program is aiming for $16.8 billion in annual savings. E-ticketing and common use self-service kiosks have already delivered $4 billion in annual savings. The next target is at the end of this year, when 100% bar-coded boarding passes will deliver $1.5 billion in savings. Fast Travel, the Baggage Improvement Program, and IATA e-freight also are on target. IATA added a new component to StB with the launch of e-services. The electronic miscellaneous document will replace paper processes for sales of ancillary services. By 2013, this will deliver $2.9 billion in annual cost savings. Most importantly, IATA is working to make flying even safer. IATA airlines, which must pass the IATA Operational Safety Audit (IOSA), outperformed the global industry with a hull loss rate of one accident for every 1.6 million flights. Building on the success of IOSA, the IATA Safety Audit for Ground Operations (ISAGO) is gaining momentum. Twenty-seven governments and airport authorities have endorsed ISAGO, and 160 audits are complete.
In 2009, IATA launched the Global Safety Information Center (GSIC) to consolidate IATA safety data in one resource. This approach was expanded in March 2010, when IATA signed an agreement with the International Civil Aviation Organization (ICAO), the US Federal Aviation Administration, and the European Union to share safety information. We are also looking beyond the decade of crisis to build a more sustainable industryenvironmentally and financially. Environmental responsibility is a core promise to our passengers. Your association played a leading role by building industry commitment to three sequential targets for aviation and climate change: improving fuel efficiency 1.5% per annum to 2020, capping net emissions with carbon-neutral growth from 2020, and cutting net emissions in half by 2050 compared with 2005. More importantly, we are delivering results. Since 2004, IATAs efforts have saved over 70 million metric tons of CO2. Biofuels, with the potential to reduce our carbon footprint by up to 80%, show good progress and the greatest potential.
Five airlines have tested them, and we expect certification by early 2011. In the meantime, we are preparing for COP16. Our goal is to bring governments onboard with our ambitious targets, which UN Secretary General Ban Ki-moon commended as a role model for other industries to follow. The industry must also be financially sustainable. Profitability is compromised by the antiquated bilateral systems restrictions on market access and ownership. It perpetuates hyperfragmentation. The industrys top 30 players do not account for even 50% of the global market in which 1,000-plus airlines compete. Consolidation is a must. We can now look to the future beyond the crisis with some cautious optimism. The challenge is to build our future with a vision for an industry that is even safer, more environmentally responsible, and sustainably profitable. I am confident that our great industry has the passion and commitment to deliver the success that our passengers, shippers, and shareholders expect.
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Premium downturn looks cyclical not structural Sources: IATA, Netherlands CPB
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Cargo markets
Cargo volumes rose strongly toward the end of 2009, growing 24%. The first quarter of 2010 has continued this upward trend and shows an annualized rate of 26%. Despite shrinking by over one-quarter during the second half of 2008, by the end of March 2010 air freight was within one percentage of its 2008 high. Notably, air freight rose earlier and more rapidly than overall international trade in goods, a typical postrecession trend. When recession led to a large inventory overhang in late 2008, businesses abruptly stopped shipping components and goods. Air freight slumped as a result. As that overhang diminished through 2009 shipments began to rise, to the benefit of air freight. The same trend was evident after the 2001 downturn.
Capacity
Airlines responded to the severity of the recession with an unprecedented reduction in both passenger and freight capacity. By the end of 2009, passenger capacity in international markets had shrunk 5%. Freight capacity was down 10%, and even more at its lowest point in mid-2009. These capacity cuts, combined with the upturns in demand, led to load factors rising very sharply from their early 2009 lows. By the end of the year, load factors had reached record highs. During the first quarter of 2010, capacity was being added at an annualized pace of 6%, but this remains less than the 9% expansion in demand, and so supplydemand conditions were still tightening. Load factor rises were also driven by aircraft underutilization. Aircraft were on the ground longer, largely due to reduced flight frequencies. Around 160 freighters were taken out of the in-service fleet in 2009, but the passenger fleet expanded. Narrow-body aircraft utilization, mostly in short-haul markets, has recovered to prerecession levels. This mainly reflects capacity cuts in US domestic markets and strong demand in intraAsian markets. However, wide-body and freighter utilizationlargely in long-haul marketswas 710% lower at the end of 2009 than in early 2008. In a capital-intensive industry such as aviation, high asset utilization is vital to profitability. With such a large proportion of costs fixed over the short term, low aircraft use means higher unit costs. It also represents redundant capacity that could very easily return to the market and put downward pressure on yields.
Air freight down and up, driven Sources: IATA, Haver by inventory cycle
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Yields
Intense competition continues to exert downward pressure on yields. When fuel prices were rising steeply in 2008, airlines managed to recover their costs through raising premium fares, their least price-sensitive market segment. But the collapse of business travel led to fire sales of premium seats. From peak to trough, average premium fares fell 26%, and economy fares saw a 17% decline. This was a measure of the financial distress network airlines were under during the first half of 2009. From their low points, premium and economy fares (which exclude fuel surcharges and taxes) were up 10% by the end of the year. But it was still 9% cheaper to travel economy than in early 2008 and 20% cheaper to use premium. On average, passenger and cargo yields fell 14% in 2009. Freight rates are rising and on average were higher in the fourth quarter of 2009 than at the same time the previous year. However, the upturn has been highly concentrated in a few markets, especially in Asia, where the economic recovery has been strong. Trade with Asia is highly unbalanced, with flows out of Asia stronger than inward flows. Together with a shortage of cargo capacity in Asia, this has helped freight rates from Southeast Asia to Europe recover to prerecession levels. By contrast, rates in the opposite direction have barely moved from their depressed levels. This is also true of rates across the North Atlantic between the relatively weak economies of Europe and North America.
Revenues
IATA estimates that global airline revenues fell to $479 billion in 2009, an unprecedented fall of $85 billion, or 15%. This represents a two- to threeyear backward step for the industry. Network airlines with significant longhaul services were hard hit during 2009 because of the larger proportion of their revenues made up by premium passengers and cargo. Despite a second-half upturn in demand, revenues from premium passengers were down an estimated 30% in 2009, and cargo revenues fell 24%. Although the industry has seen volumes and yields rising since the middle of 2009, there is still a long way to go before the revenue levels seen in early 2008 are recovered. For example, year-end 2009 revenues from premium passengers were still almost 30% below the previous peak. They were still over 20% below peak at the end of the first quarter of 2010.
Higher load factors started to push Source: PaxIS Plus fares up from lows
Source: CASS
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Fuel costs
For the past decade, increases in jet kerosene prices have been the major driver of costs. Air transport is an energyintensive industry, so when oil prices spiked in 2008 fuel made up 33% of operating costs on average. By the start of 2009, oil prices had fallen back to around $40 a barrel as the so-called Great Recession caused energy demand to slump. However, from that low point the industry has faced continuously rising fuel prices. By year-end 2009, crude oil prices had risen 85%, to $74 a barrel, as economic recovery began to raise demand and as futures markets, anticipating strengthening economic recovery, added to upward pressures. Jet kerosene prices did not rise quite as far, since the crack spread (the difference between jet kerosene and crude oil prices) narrowed from a very high 50% at the start of the year to an unusually low 15% by year-end, reflecting the emergence of significant excess capacity in the refining industry. By the end of 2009, jet kerosene prices were $85 a barrel. This was well down on the 2008 spike of $180 a barrel but back to 20062007 levels when economic growth and the ability to offset higher costs with higher revenues was much stronger. The volatility in fuel prices has meant airline hedging strategies have met only moderate success. As of mid-May 2010, oil futures markets are anticipating a rise in spot oil prices above $88 a barrel by the end of 2010, which would be consistent with a further rise in the price of jet kerosene to over $100 a barrel.
The dimension of the crisis was unprecedented. Airline revenues plummeted by $85 billion from 2008 to 2009. And we lost two years of growth. Giovanni Bisignani
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Cash flow
The cash that airlines are able to generate from operations gives a clear picture of the impact of revenue and cost fluctuations on the bottom line. Earnings before interest, tax, and depreciation and amortization (EBITDA) as a percentage of revenues give a close approximation of airline cash flows in a metric that allows comparison across regions. Airlines in North America, Europe, and Asia-Pacific experienced very different trends in cash flows during 2009. The weakest point for the US airlines was in mid-2008, as record fuel prices hit them at a time when their hedging levels were low and the US economy was weak. Early and sharp capacity cuts meant they were able to improve their operational cash flows, albeit from an exceptionally weak level, throughout 2009 and in spite of the recession. By the end of 2009, their cash flows were almost back to 20052007 levels. However, debt levels and interest rate spreads are high for US airlines, so once debt interest and capital spending are taken into account these positive operating cash flows turn into further net losses. Asia-Pacific airlines found their cash flows hit dramatically by the recession. In addition, fuel hedges locking in prices that looked low in mid-2008 went wrong as oil prices slumped. In the second half of 2009, many airlines in this region saw an equally dramatic upturn. Cash flows in this region are back to a healthier 10% of revenues. European airlines suffered a gentler decline in cash flows, partly because their hedging strategies offered better protection against the oil price fluctuations early on. However, that is offering less of an advantage now, and cash flows did not pick up at all during 2009 because of the weak economic recovery. In fact, a number of European economies weakened in the fourth quarter of 2009, and this has been reflected in disappointing revenues for the European airlines. In April 2010, European airlines were hit hardest by the airspace closure in Europe resulting from the eruption of the Icelandic volcano Eyjafjallajkull. At its peak, the disruption affected 29% of global traffic. The industry is estimated to have lost $1.7 billion in revenues over a six-day period. The greatest share of this revenue loss was borne by European carriers, whose operations accounted for 70% of the disruptions.
Profits
IATA estimates that capacity cuts and lower average fuel prices cut industry operating costs by more than the $85 billion fall in revenues in 2009. At the operating or earnings before income tax (EBIT) level, the industry was almost back to breakeven, with losses of a few hundred million dollars, or 0.1% of revenues. However, the increase in debt as airlines raised cash and the widening of credit spreads increased debt interest payments. As a result, the reduction in losses was limited, and the global industry ended 2009 with estimated net losses of $9.9 billion. That total obscures some very different financial performances. Europe, from having been one of the best-performing regions in 2008, reported the largest losses in 2009. US airlines managed to substantially reduce their losses from 2008, thanks to large capacity cuts, but were coming from the weakest position. North America thus generated the second-largest net losses in 2009. Asia-Pacific has seen the largest rebound in economic growth and air transport demand, but the region was mired in the deepest recession at the start of 2009. That impact caused net losses there to be large.
Operational cash flows did not turn Source: Bloomberg upward in all regions
Industry net losses shrank to Sources: IATA, ICAO $9.9 billion in 2009
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There were small losses for African and Middle Eastern airlines. But in Latin America, a number of airlines continued to produce results that were exceptional given the economic environment. This was the one region that managed to be profitable in 2009, partly as a result of economies in the south of the continent that proved relatively resilient to the recession.
Major airlines raised $25 billion of the $30 billion in cash by issuing new debt. There was only $5 billion in new equity. In addition, around $13 billion of aircraft assets were sold and leased back. This weakened balance sheets, with leverage rising sharply in all regions. For US airlines in particular, where leverage is now around 100%, there are few unencumbered assets against which to raise future debt. Without new equity, balance sheets may be close to exhaustion, which may make significant capital spending on re-fleeting more difficult. For many airlines, particularly in small countries with poorly developed capital markets, national ownership and control rules continue to restrict access to necessary equity.
caused non-investment grade debt costs to rise dramatically. This raised the airlines average cost of capital to 12%, well above its normal 78%. But weak cash flows meant that in 2009 the return on capital (which is before debt interest or dividend payments) was only a little above the 2008 all-time low, at 1.6%. The return on capital rose throughout 2009 and is expected to be higher in 2010. There is, though, a long way to go before it approaches the cost of capital, which is now falling back to more normal levels. The industry has not managed to produce adequate returns even in peak years. Overall, there was evidence of a strong cyclical upturn by the end of 2009. The trend continued in the first quarter of 2010. However, the structural problems remain and must be addressed.
Financial sustainability
Financial sustainability for the industry means not just generating profit but also paying investors a normal return. Such a return is generally benchmarked as the average cost of equity and debt (the WACC, or weighted average cost of capital). In 2009, the industry was as far from achieving this as it has ever been, partly because the financial crisis
Major airlines raised $30 billion in cash during 2009 Source: Bloomberg
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Safety
Figures for 2009 demonstrate the industrys commitment to safety. Constant improvement is the guiding principle. IATA Operational Safety Audit
In 2009, the accident rate for Westernbuilt jet aircraft was the second lowest in aviation history. IATA member airlines outperformed the industry average with a Western-built jet hull accident rate of 0.62 (measured in hull losses per million flights). This is equal to one accident for every 1.6 million flights, compared with the global figure of one accident for every 1.4 million flights (0.71). The 2009 global accident rate is a 17% improvement over the 0.81 rate recorded in 2008. Compared with 10 years ago, the accident rate has been cut 36%. The only year that the global accident rate was lower was 2006, when it stood at 0.65. An analysis of the causes of the 2009 accidents focused on the following: >>Pilot handling was noted as a contributing factor in 30% of the accidents. >>Runway excursions accounted for 26% of all accidents. >>Maintenance events, such as errors by maintenance crews, played a contributing role in approximately 11% of the accidents. >>Ground damage accounted for 10% of all accidents. IATA initiativesincluding the IATA Operational Safety Audit (IOSA); the IATA Safety Audit for Ground Operations (ISAGO); the new IATA Ground Operations Manual (IGOM); the Runway Excursion Risk Reduction Toolkit; the Global Safety Information Center (GSIC); and the Ground Damage Database (GDDB) are addressing these areas of concern. These initiatives are consistent with IATAs comprehensive Six-Point Safety Program, which focuses on infrastructure safety, safety data management and analysis, operations, safety management systems, maintenance, and auditing. Success in safety is being driven by global standards, a coordinated approach, and industry-wide programs. IOSA illustrates the point. It is an internationally recognized audit open to all airlines. IATA membership is dependent on IOSA registration, with the association covering the core costs of renewal audits for its members. Global safety data for 2009 shows that IOSA-registered carriers achieved a safety record more than 44% better than non-IOSA carriers. As of 30 April 2010, there are 335 carriers on the registry. Airlines are able to share information via the IOSA Audit Report, eliminating the need for duplicative audits. This has led to over $90 million in savings. IATA is continuously looking to improve the IOSA program to ensure that it remains in the forefront of safety best practices. As part of this continuous improvement, IOSA audits will be structured to focus more on the verification of implementation. Additionally, the quality-assurance aspects of the program have been enhanced. They will continue to be reviewed for greater efficiency and improved output as well as for better consistency by operators in adherence to IOSA standards. The IOSA program is certified under ISO 9001:2008. IOSA is one of four cornerstone audit programs in ICAOs Global Safety Information Exchange (GSIE), launched in March 2010. The GSIE is designed to take advantage of the various strengths of the ICAO, European Union (EU), IOSA, and US Federal Aviation Association (FAA) audit programs, while eliminating redundant audit activity. IOSA has also been mandated at state level. Countries that include IOSA as part of national safety oversight programs include Brazil, Chile, Costa Rica, Egypt, Madagascar, Mexico, Panama, Bahrain, Syria, Lebanon, and Turkey.
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Since its launch in February 2008, ISAGO has gained the support of civil aviation authorities in the United Kingdom, France, the Netherlands, Belgium, Austria, Lebanon, Jordan, Ethiopia, Nigeria, Chile, Macau, Hong Kong, Russia, Canada, and the United States. Airports, such as in Seattle, are even making ISAGO one of the conditions for issuing an operating license. Since ISAGOs inception, 160 audits have been conducted. An audit pool has been established with 40 member airlines, consisting of 195 ISAGOqualified auditors. By the end of 2009, 28 ground handling providers were on the ISAGO registry from 30 different locations around the world. IATA will conduct a minimum of 120 ISAGO audits in 2010. Taking advantage of early program experience, the second edition of the ISAGO Standards Manual was released in late 2009. Two new programs were launched in early 2010 to complement the ISAGO initiative: IGOM and GDDB. IGOM will provide the first global set of ramp procedures, while the GDDB will provide carriers and ground service providers with a global benchmark to use in reducing the cost of ground damage.
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Operations
IATAs Safety Group and Cabin Safety Task Force provide strategic and tactical direction to IATAs Safety, Operations & Infrastructure department in developing priorities. The Runway Excursion Risk Reduction Toolkit, over 7,000 copies of which have been distributed worldwide, is an example of the Safety Groups recommendations. The toolkit was released in 2009 and will be updated in 2010. ICAO has joined with IATA in producing the updated toolkit as part of a multiyear, comprehensive global runway safety program. The ITQI aims to enhance technical training using a competency-based approach. This focuses on training real skills while addressing threats presented by accident and incident reports and by flight data collection and reporting.
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Maintenance
IATAs strategy for maintenance operations continues to focus on the implementation of SMS within maintenance organizations and on the training of maintenance technicians through the ITQI program. Such a focus will mitigate specific deficiencies, including technical documentation issues, unrecorded maintenance, the use of bogus parts, unapproved modifications, and the poor training of maintenance personnel.
Infrastructure safety
Infrastructure safety is focused on providing effective and safe communications, navigation, surveillance, and systemwide information in support of airline operations. In February 2010, IATA signed a five-year cooperation agreement with Eurocontrol. This agreement closely ties IATA with the development of the Single European SKY ATM Research (SESAR) initiative and integrates IATAs GSIC-STEADES analysis with Eurocontrol safety information.
IOSA is making a difference. We see it in the numbers. The industry hull loss rate was one accident for every 1.4 million flights. For IATA airlines it was one accident for every 1.6 million flights. And we are committed to make flying even safer. Giovanni Bisignani
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The Obama administration is taking a different approach to security by engaging industry. Combining government intelligence with airline operational expertise is the way forward. No government can keep terrorists outside its borders without the cooperation of airlines and other governments. And we cannot keep terrorists off our planes without the help of governments. Giovanni Bisignani
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Passenger rights
Unrealistic passenger rights regulations continue to hinder airlines ability to provide a safe, quality product to their customers. In 2009, IATA worked with the National Airlines Council of Canada (NACC) to provide expert testimony in opposition to proposed legislation that would have imposed significant fines on all airlines operating in Canada for delays or cancellations, with no accommodation for weather. While the proposal seems unlikely to become law, IATA and NACC remain vigilant on this issue. Meanwhile, the European Court of Justice issued a judgment interpreting existing European passenger rights legislation to mean that passengers who reach their destination three hours or more after the originally scheduled arrival time are entitled to monetary
The industry can no longer afford the restrictions of the bilateral system. Airlines need a level playing field and the normal commercial freedoms to access markets and global capital. Giovanni Bisignani
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Passenger taxation
In 2009, IATA secured tax savings for the industry of $1.79 billion. Most of this was due to the Dutch governments cancellation of its Air Passenger Departure Tax from 1 July 2009, which saved $1.6 billion. KLM was instrumental in this effort. Compared with the multibillion dollar hike in taxes in 2008, increases were limited to $252 million in 2009. No major new ticket tax schemes were introduced thanks in part to the economic recession. Disappointingly, and despite strong industry opposition, the UK government continued with a planned hike in its Air Passenger Duty. This increased total revenues collected to $3.8 billion annually. There have been some other positive developments in taxation. With effect from 1 January 2010, the Jordan Ticket Aid Tax that had been in place since May 2009 was withdrawn. The tax had been introduced based on the French Solidarity Tax concept but was rescinded by law following airline and IATA protests. Other achievements over the year include the reversal of an increase in the Animal and Plant Health Inspection (APHIS) fees in the United States following industry protests and the exemption of aeronautical charges from a value-added tax in Indonesia. IATA will continue to be vigilant and to launch robust campaigns against taxation on the international aviation community. Despite the positive developments, 2009 may be merely a lull. Creative yet counterproductive schemes and unfair taxation proposals will persist. Jordan, for example, introduced a new Terminal User Charge, and the existing Civil Aviation Fee was increased to compensate for revenue lost because of a cancelled ticket tax. Another concern is the development of tourism taxes in the Americas. Following the introduction of a tourism fee on select passengers traveling to the United States, Costa Rica, Nicaragua, and countries in the Caribbean, tourism tax proposals have multiplied. This has a counterproductive effect on tourism numbers and dilutes airlines role as an economic catalyst. continues to work with WHO and ICAO to develop criteria to evaluate the efficacy, feasibility, and safety of aircraft nonchemical disinfection systems. IATA also held a well-received Aviation Health Conference to highlight the challenges and responses to Influenza A (H1N1) in the commercial aviation community. In addition, IATA participated in the WHOs update of its Guide to Hygiene and Sanitation in Aviation to ensure that document reflected the operational and technical realities of international aviation. Internally, IATA activated its Corporate Crisis Coordination Group (CCCG) to ensure the safety of IATA employees and the continuity of IATA core airline services. The CCCG works closely with WHO and governmental medical institutions to promote a consistent approach to crises throughout the industry.
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Environment
Airlines, airports, air navigation service providers, and manufacturers share a common vision for aviation and climate change. Their commitment includes capping net CO2 emissions from 2020 with carbonneutral growth and aiming toward a 50% reduction in net CO2 emissions by 2050 compared with 2005.
The industry has witnessed many changes since IATA called for a zeroemissions future at the 2007 AGM in Vancouver. But environmental responsibility remains a fundamental promise of aviation. In June 2009, IATAs Board of Governors underlined this commitment by adopting three sequential goals: 1. Further improve fuel efficiency an average of 1.5% annually by 2020 2. Cap net carbon emissions with carbon-neutral growth from 2020 3. Achieve a 50% reduction in net CO2 emissions by 2050 compared with 2005 To attain these goals, IATA is calling on governments to work through ICAO to establish a global framework for addressing aviation emissions. The industry already has full and effective cooperation with ICAO, and the organization remains the ideal conduit for environmental work. All aviation stakeholders are united behind the global framework approach. In September 2009, it was presented to the ICAO High Level Meeting on Climate Change, where it was acknowledged in the final declaration. Three months later, the industry also presented its global concept to the United Nations Framework Convention on Climate Change (UNFCCC) Conference of the Parties (COP)15 meeting in Copenhagen. UN Secretary General Ban Ki-moon commended the industry on its leadership position. Aviation is, to date, the only industry that has been able to put forward such ambitious proposals at a global level. IATA continues to campaign for positive economic measures with respect to the environment. It is calling on governments to replace punitive taxation with instruments that ensure more investment in research; the upgrading of air traffic management infrastructure; and the accelerated development and deployment of lowcarbon alternative fuels, particularly new-generation biofuels.
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3. Infrastructure
IATA has continued to work with key stakeholders, including ICAO and ANSPs, and in 2009 helped the industry achieve 266 air route and 253 airport and airspace improvements. This resulted in CO2 emissions reductions of 4.02 million metric tons and savings of $682 million. An important enabler is the ICAO Performance-Based Navigation (PBN) program. PBN avoided nearly 400,000 metric tons of CO2 in 2009. Airlines saved $66 million as a result. PBNs implementation at Chennai Airport in India alone resulted in 53,000 metric tons of CO2 savings ($9 million saved). PBN also enhances the safety, efficiency, and accessibility of airports. IATA is working with ICAO on a global campaign in parallel with PBN to implement flexible routes that would change according to winds and operational requirements. Additionally, the association remains engaged in the long-term Single European Sky ATM Research (SESAR) and Next Generation Air Transportation Management System (NextGen) projects in Europe and the United States, respectively. The European Parliament has approved a 2012 implementation date for Functional Airspace Blocks (FABs). These will greatly reduce the complexity in European airspace and enhance efficiency. An important EU-US memorandum of understanding should be signed by June 2010. It will further the political resolve to ensure that both SESAR and NextGen are harmonized, interoperable air traffic systems.
2. Operations
In 2009, IATAs Green Teams helped airlines reduce their CO2 emissions by some 8 million metric tons, saving them $1.8 billion. The goal is to have all IATA members complete the Fuel Efficiency Gap Analysis (FEGA). Over 100 airlines have so far taken part. The IATA Fuel Book supports recommendations in fuel management efficiency. IATA worked with over 120 airlines in 2009, delivering savings averaging 3% of their annual fuel budgets. Improvements included better flight management, flight planning optimization, auxiliary power unit usage, maintenance, and aircraft weight management.
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4. Economic measures
The UNFCCC COP15 meeting in Copenhagen was the culmination of intense climate change negotiations in 2009. Although COP15 did not formalize a global treaty, IATA believes that progress was made in gaining support for the industrys position. However, the lack of formalization could lead governments to establish unilateral emissions trading schemes or taxes that do nothing to reduce emissions. Such schemes and taxes are not effective incentives. And their lack of harmonization distorts competition. IATA will continue to promote alternative positive measures within a global framework and to strongly oppose local and regional taxes and levies.
Our strategy has already saved over 70 million metric tons of carbon emissions. UN Secretary General Ban Ki-moon commended aviations united efforts on climate change as a role model for others to follow. Giovanni Bisignani
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www.iata.org
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StB is changing the way the industry operates. The program already saves the industry $4 billion annually through the successful completion of 100% electronic ticketing and common-use self-service (CUSS) kiosk projects.
Five StB initiatives have the potential to save the industry a further $12.8 billion a year: >>Bar-coded boarding passes (BCBPs) eliminate costly magnetic-stripe boarding passes and offer more choice for passengers. For example, BCBPs can be accessed via the web, a kiosk, a check-in desk, or a mobile phone. Potential annual savings: $1.5 billion
>>The Baggage Improvement Program (BIP) addresses all causes of baggage mishandling. The BIPs goal is to cut baggage mishandling in half by the end of 2012. Potential annual savings: $1.9 billion >>The Fast Travel program provides passengers with more control over their journeys and saves airlines money through automation. It introduces self-service options in the following areas: bags ready to go (bag registration); document check; flight rebooking; self-boarding; and bag recovery (lost bag registration). Potential annual savings: $1.6 billion >>IATA e-freight replaces paper documents with electronic messages. This makes for faster, more reliable air freight. Potential annual savings: $4.9 billion >>IATA e-services replaces paper miscellaneous documents with electronic versions, simplifying airline accounting and providing easier access to more services for passengers. Potential annual savings: $2.9 billion
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86% 29 30 14 17 20 25 50 16
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E-travel
An e-travel visionwhere airlines no longer issue any paper documents to passengersguides several StB initiatives. The achievement of 100% e-ticketing in 2008 enabled electronic boarding passes. Over 25 airlines now issue mobile BCBPs, where passengers receive IATA-standard 2-D barcodes on their mobile phones. Passengers can then present their phones at security, at the boarding gate, and when they enter the plane. The industry aims to be 100% BCBP compliant by the end of 2010. Over time, it is expected that mobile BCBP will increase in use, as it provides even greater convenience and flexibility than self-printed BCBP. The last step in fulfilling the e-travel vision is e-services. This is the removal of paper miscellaneous documents. Items such as excess baggage tickets and lounge access vouchers require legacy paper processes, which adds cost and complexity to industry distribution systems. With e-services, these documents will be replaced with electronic versions using IATAs Electronic Miscellaneous Document (EMD) standard. Passengers will be able to book each component of their journey through their channel of choice. For example, a travel agent could book an economy fare and lounge access without the need to go directly to the airline. The IATA e-services project, approved by the IATA Board in December 2009, will drive the implementation of the EMD standard across the industry. E-services has the following targets: >>All GDSs and 10 airlines must be EMD capable by the end of 2010 >>The industry must be 100% EMD capable by the end of 2012 >>IATAs distribution systems must have 100% usage of EMDs by the end of 2013 The introduction of the EMD standard will also facilitate further efficiencies in BSPs by replacing virtual MultiPurpose Documents (vMPDs) and virtual Miscellaneous Change Orders (vMCOs).
Fast Travel
The vision of Fast Travel is to provide passengers with more choice, convenience, and control through selfservice options. Fast Travel is made up of five projects: >>Bags ready to go enables passengers to deliver their bags tagged and ready for acceptance by a check-in agent, speeding up the check-in process >>Document check allows passengers to scan travel documents at kiosks for transmission and validation by government authorities >>Flight rebooking allows passengers to obtain a new boarding pass for cancelled or delayed flights at a selfservice channel >>Self-boarding provides automated boarding gates for passengers, as in a train or subway station, reducing boarding lines >>Bag recovery allows passengers to report a missing bag at a kiosk instead of waiting in line at a baggage service counter Over 60 implementations across these five areas will take place by the end of 2010.
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IATA e-freight
Each air cargo shipment can require more than 30 different paper documentsincreasing the cost of air freight and lengthening transport times. IATA e-freight is an industry-wide initiative involving airlines, freight forwarders, ground handlers, shippers, customs brokers, and customs authorities. IATA e-freight replaces paper documents with electronic messages, increasing the speed and the reliability of air freight. By the end of 2010, 44 locations and 76 major airports, representing over 80% of international air cargo volumes, will be e-freight live. And internationally standardized electronic messages will have replaced the 20 paper documents for which there are agreed international standards.
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Simplifying the Business can save the industry up to $16.8 billion each year and make our processes easier for travelers and shippers. We must continue to take advantage of technology to reinvent our way of doing business with increasing efficiency and convenience. Giovanni Bisignani
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Cost Efficiency
Airport and air navigation infrastructure charges cost airlines at least $54.2 billion a year, about 11% of their total expenditures. Monopoly suppliers must share the burden of change.
Infrastructure charge freezes and real cost reductions are vital to airlines ongoing battle for sustainability. Key principles, contained in ICAO policies, must be applied to infrastructure charges: >>Transparency >>Cost-related charges >>Airline consultation >>Equitable charges structure for all airlines >>Single till >>Productivity improvements In 2009, IATAs successful campaigning on these principles secured cost savings of $2.1 billion, including real reductions, from airports, ANSPs, and fuel suppliers. The savings, however, were wiped out by $2.6 billion in increased charges from the same areas. In Africa, at the joint ICAO/African Civil Aviation Commission (AFCAC) Regional Symposium in August 2009, IATA expressed concern about the lack of compliance with ICAO airport and air traffic control (ATC) charging principles across Africa. With IATA support, ICAO and AFCAC will organize user charges workshops to raise awareness among African civil aviation authorities, airports, and air navigation services regarding relevant ICAO policies.
Airports
Savings in airport charges of $1.5 billion during 2009 were more than offset by increases of $2 billion. These increases were caused mainly by a few major cases. New airport development fees and increased airport charges in India added $587 million, a passenger fee increase in Dubai cost $227 million, and overall charges increases at London Heathrow put $161 million on the bill. The South African airports company also tabled a proposal for a 133% increase in 201011.
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Fuel
In 2009, IATA participated in fuel campaigns that saved the airline industry $383 million. Aroports de Paris and London Gatwick agreed to eliminate unjustified airport fuel fees, saving $187 million and $52 million, respectively. In Peru, a government decision to exempt jet fuel from the excise tax saved $108 million. IATAs efforts on the regulation of fuel supply, supply chain, and refueling services bore positive results. The European Commission made several positive changes to its directive on compulsory stock-holding obligations, such as reducing the required stock obligation from 120 to 90 days. It also rescinded its earlier decision to introduce a deadline of 15 minutes before departure for a customs export declaration for jet fuel. Airlines can now operate without interruption. IATA and industry efforts to increase competition for the supply of jet fuel have met with success. The Russian Federation introduced legislation favoring open markets. This move was mirrored in the Ukraine and in Kazakhstan. India announced competitive, formula-based pricing structures, while Ho Chi Minh City (Tan Son Nhat International Airport) welcomed new entrants to a previously monopolistic market. IATA also continued work on fuel supply reliability. This includes airport-specific improvements, such as the jet fuel tankage study for London Heathrow Airport. Solutions were also proposed for major supply chain bottlenecks in Africa, the Caribbean, and the United Kingdom. IATA has launched a fuel fees and charges database for the industry. A business case for the global introduction of the IATA Standard Intoplane Fueling Procedures will be completed in 2010.
The future
The results of 2009 will be tough to repeat in 2010. Providers and governments will be seeking to fill their empty coffers through increased charges and new taxes. Adapting to the postcrisis economic environment is crucial. IATA must now focus on long-term agreements for charges and on avoiding the fallout of under-recoveries from 2009. The IATA Board of Governors has set a target for 2010 of savings of $2 billion. This includes at least $0.5 billion in real cost reductions.
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Airlines pay $54 billion to airports and ANSPs each year. The last financial crisis saw airline revenues plummet by $85 billion. All our partners in the value chainincluding airports and ANSPsmust come to the table with efficiency gains that lead to cost reductions. Giovanni Bisignani
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IATAs systems are the financial backbone of the industry. Our mission is to efficiently safeguard the $280 billion that flows through our settlement systems. BSP unit rates have fallen 78% in the last decade, from 34 cents in 2000 to an estimated 7 cents in 2010, even as we are strengthening our controls. Giovanni Bisignani
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IATAs air traffic control and airport Enhancement and Financing Service
The Enhancement and Financing Service (E&F) helps ANSPs and airports lower costs and improve the efficiency associated with the invoicing and collection of user charges. The service also helps airports and ANSPs secure cost-effective financing for investment in civil aviation infrastructure. In addition, airlines benefit from the service through improved data quality and an efficient payment process. By the end of 2009, IATAs E&F Service had processed $1.65 billion in approximately 50 countries.
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CARGO
IATA Cargo provides leadership for the global air cargo supply chain. Key areas of focus for 2009 included >>Protecting industry money via the Cargo Agency Program and CASS >>Continuing the transformation of the air cargo supply chain via IATA e-freight; Secure Freight; and Cargo 2000 initiatives >>Creating and managing industry standards to support the global supply chain transformation Key changes have been made to accommodate the introduction of the e-AWB. Aligned with IATAs objective to continually simplify the business, further amendments by the Cargo Agency Program will harmonize global standards and procedures wherever possible. For CASS, new standards for global query time frames were introduced to enhance billing discipline.
Cargo standards
During 2009, IATA, through the Cargo Committee and the Cargo Services Conference, defined the standard resolutions, recommended practices, and electronic messages required as a foundation for IATA e-freight, Cargo 2000, and Secure Freight. IATA and the International Federation of Freight Forwarders Associations (FIATA) jointly completed the development of the electronic Air Waybill (e-AWB), which is now an industry standard. The e-AWB can be used to reduce costs and speed up the delivery process. Additionally, a memorandum of understanding was signed with the World Customs Organization recognizing mutual standards and initiatives and fostering cooperation. Through its Customs Advisory Group and the IATA/FIATA Customs Working Group, IATA is ensuring that regional and national customs administrations are aware of international standards and consider industry requirements when developing new regulations.
Cargo 2000
Cargo 2000 (C2K) delivers a quality management system that reduces the number of steps in the air cargo supply chain from 40 to 29 while increasing reliability. C2K is under the management of Cargo Network Services, an IATA subsidiary, and was reorganized in 2009. The C2K board remains an IATA-funded interest group. Overall network shipment growth was up 16%, to13.6 million shipments in 2009. Performance for C2K shipments improved 1% in each key performance indicator over the 2008 average. Twelve C2K members were recruited in 2009. C2K now has 73 members, accounting for over 60% of the international air freight market.
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Aviation Solutions
IATAs comprehensive array of aviation solutions promotes a safe and sustainable industry. IATA Consulting
IATA Consulting works in three areas to deliver solutions: airlines, airports, and air traffic management. In 2009, IATA Consulting undertook 45 projects spanning all three focus areas. Key projects in 2009 included the development of PBN procedures for 22 airports in Nigeria on behalf of the Nigeria Airspace Management Agency. The procedures will not only improve the safety of aircraft arrivals and departures but also reduce CO2 emissions and airline expenses by providing enhanced flight paths. Fuel efficiency implementations were undertaken for several airlines around the world in conjunction with IATAs FEGA assessments. The efforts saved the airlines more than $200 million annually. IATA Consulting also reviewed the master planning approach and traffic forecast for the third runway at London Heathrow Airport (LHR) on behalf of the London Airports Airline Consultative Committee. Alternative sources to fund the multi-billion dollar project have been recommended to LHR airlines. In Hong Kong, IATA Consulting supported the airport authority and government in assessing the potential for a rail link between Hong Kong International Airport and the nearby Shenzhen International Airport. IATA Consulting also helped an African airline identify potential revenue gains and provided hands-on expertise and training to implement the recommendations.
Corporate publishing
IATAs approximately 250 publications serve as industry standards for authoritative information related to regulatory matters, safety, operational efficiency, finance, and more. The Airline Coding Directory, Airport Handling Manual, Tax Suite, Travel Information Manual, and Dangerous Goods Regulations (DGR) are examples of IATAs knowledge-based products. The IATA DGR publications portfolio is the cornerstone of cargo facilitation and safety information. For example, DGR ClearShip, produced in conjunction with ICAO, is a cutting-edge e-freightcompatible tool allowing users to create a validated dangerous goods declaration. On average, 10% of dangerous goods shipments are at risk of fines and delays because of incomplete documentation. DGR ClearShip will virtually eliminate this problem. The DGR continues to be adopted by more and more members of the supply chain, selling over 100,000 copies annually in several electronic formats as well as in print. It is offered in six languages and is distributed in virtually every country with commercial aviation activities. IATAs suite of tax products is equally intrinsic. By consolidating data from governments, tax authorities, and more than 1,600 airports in 190 countries, IATA provides the tools for efficient and precise settlements, contributing to the industrys bottom line. The Timatic product suite outlines the documents customers require for their travel. It was further enhanced by the launch of Timatic AutoCheck in 2009. This latest product ensures that 100% of international passengers are in compliance with document requirements. Its simple answer format shaves at least 30 seconds off the time needed for checking a passengers documents and helps to save over $300 million by quickly identifying inadmissible passengers.
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Our goal is to help the success of our members with cost-effective solutions in a competitive market. Giovanni Bisignani
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Financial services
Weblink is an IATA solution that extends the cost-efficient settlement process of a BSP to an airline agencys direct sales. In 2009, 26 clients used Weblink to settle more than 2.7 million BSP transactions totaling more than $400 million. This equates to savings in distribution costs of more than $15 million. The amount saved should grow to $300 million as the Weblink share of BSP transactions increases to 10% by 2012.
Business intelligence
IATAs business intelligence tools support decision making at airlines. For example, Cargo Intelligence Services (CargoIS) taps more than 20 million shipment records by agent location, average yield, and origin and destination. CargoIS is used by more than 200 airlines, representing 75% of the worlds cargo volumes. IATAs Passenger Information Services (PaxIS) is supported by IATAs worldwide BSP ticket data and various other statistics. PaxIS offers comprehensive, timely, and reliable passenger intelligence information. In 2009, the PaxIS client list comprised over 50 airlines ranging from large network to regional carriers. A potential enhancement to PaxIS is under review and development. The Direct Data Service (DDS) will be based upon data sourced from BSPs but supplemented by data directly contributed by the airlines.
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IATA Membership
as of 1 May 2010 Active Members
Adria Airways Aegean Airlines Aer Lingus Aero Repblica Aeroflot Aerolineas Argentinas Aeromexico Aerosvit Airlines Afriqiyah Airways Aigle Azur Air Algrie Air Astana Air Austral Air Baltic Air Berlin Air Canada Air China Air Europa Air France Air India (NACIL) Air Jamaica Air Koryo Air Macau Air Madagascar Air Malta Air Mauritius Air Moldova Air Namibia Air New Zealand Air Niugini Air Nostrum Air One Air Pacific Air Seychelles Air Tahiti Air Tahiti Nui Air Transat Air Vanuatu Air Zimbabwe Aircalin Airlink Alaska Airlines Alitalia All Nippon Airways American Airlines Arkia Israeli Airlines Armavia Asiana Airlines Atlas Air Atlasjet Airlines Austrian AVIANCA Azerbaijan Airlines B&H Airlines Bangkok Airways BelaviaBelarusian Airlines Biman Binter Canarias Blue Panorama Blue Wings Blue1 bmi British Airways Brussels Airlines Bulgaria air C.A.L. Cargo Airlines Cargojet Airways Cargolux Caribbean Airlines Carpatair Cathay Pacific CCM Airlines China Airlines China Cargo Airlines China Eastern China Southern Airlines Cimber Sterling Cirrus Airlines CityJet Comair Condor Condor Berlin Continental Airlines Continental Micronesia COPA Airlines Corsair Croatia Airlines Cubana Cyprus Airways Czech Airlines Delta Air Lines Denim Air DHL Air DHL International E.C. Donavia Dragonair Dubrovnik Airline Egyptair EL AL Emirates Estonian Air Ethiopian Airlines Etihad Airways Eurowings EVA Air Federal Express Finnair flybe Freebird Airlines Garuda Georgian Airways Gulf Air Hahn Air Hainan Airlines Hapag Lloyd Hawaiian Airlines Hemus Air Hong Kong Express Airways IBERIA Icelandair Interair Iran Air Iran Aseman Airlines Israir
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JALways Japan Airlines Jat Airways Jet Airways JetBlue Jet Lite Jordan Aviation Kenya Airways Kingfisher Airlines Kish Air KLM Korean Air Kuwait Airways LACSA LAMLinhas Areas de Moambique Lan Airlines Lan Argentina Lan Chile Cargo Lan Per Lan Ecuador Lauda Air Libyan Airlines LOT Polish Airlines LTU Lufthansa Lufthansa Cargo Luxair Mahan Air Malaysia Airlines MALEV
Malm Aviation MAS AIR MEAMiddle East Airlines Meridiana fly Mxicana MIATMongolian Airlines Montenegro Airlines Nigerian Eagle Nippon Cargo Airlines Oman Air Onur Air PALPhilippine Airlines Pegasus Airlines PGAPortuglia Airlines PIAPakistan International Airlines PLUNA Precision Air Qantas Qatar Airways RossiyaRussian Airlines Royal Air Maroc Royal Brunei Royal Jordanian SAA-South African Airways SAS Saudi Arabian Airlines Shandong Airlines Shanghai Airlines Shenzhen Airlines SIASingapore Airlines
SIASingapore Airlines Cargo Siberia Airlines Sichuan Airlines Silkair Skyways South African Express Airways Spanair SriLankan Airlines Sudan Airways Surinam Airways SWISS Syrianair TAAGAngola Airlines TACA TACA Peru TACV Cabo Verde Airlines TAMTransportes Areos del Mercosur TAM Linhas Areas TAMELinea Area del Ecuador TAPAir Portugal TAROM Thai Airways International THYTurkish Airlines TNT Airways Transaero TransAsia Airways Tunis Air Ukraine International Airlines United Airlines UPS Airlines
US Airways UT air Vietnam Airlines Virgin Atlantic Vladivostok Air Volga-Dnepr Airlines VRG Linhas Areas Wataniya Airways White Airways Wideroe Xiamen Airlines Yemenia
Associate members
Austral Lufthansa CityLine Safair SATA Air Aores Volaris
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IATA Offices
IATAs 1,300 staff serve its 230 members from 66 offices in 62 countries. A growing number of IATA offices operate under accord de sige agreements, which recognize the important nature of IATAs work and grant it semi-diplomatic status. Such agreements are in place in Canada, Cote dIvoire, Jordan, Kenya, Morocco, Senegal, Singapore, Spain, Switzerland, and Syria.
Main Offices
Montreal Head Office 800 Place Victoria P.O. Box 113 Montral, Qubec H4Z 1M1 Canada Tel.: +1 514 874 0202 Fax: +1 514 874 9632 Geneva Executive Offices 33 Route de lAroport P.O. Box 416 CH - 1215 Geneva 15 Airport Switzerland Tel.: +41 22 770 2525 Fax: +41 22 798 3553
Regional Offices
Africa Sandown Mews East Block 88 Stella Street Sandton Johannesburg 2146 South Africa Asia-Pacific TripleOne Somerset 111 Somerset Road #14-05 Somerset Wing Singapore 238164
Main Office
Regional Office
Country Office
China & North Asia 3F East Tower World Financial Center No. 1, Dongsanhuang Zhong Road Chaoyang District Beijing 100020 Peoples Republic of China Europe Torre Europa Paseo de Castellana 95 28046 Madrid Spain 350 Avenue Louise Louizalaan Brussels 1050 Belgium
Middle East & North Africa 52 Al-Hashemiyeen Street Abdoun P.O. Box 940587 Amman 11194 Jordan The Americas 703 Waterford Way Suite 600 Miami, Florida 33126 United States of America
North America 601 Pennsylvania Avenue NW North Building, Suite 300 Washington, D.C. 20004 United States of America Russia & the CIS 19-1 Lyalin Lane Moscow 105062 Russian Federation
www.iata.org